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An Inbox topic is useful for any kind of map. Use it to quickly capture new ideas and information before integrating them into the map.
Periodically review the contents of the Inbox and empty it out by either moving topics to the right place in the main map, or discarding them.
This template contains tips and guidance in the Template pop-up dialogue. Instead of following it one step at a time, feel free to click around in the map to read the guidance notes. You can work on the map in any order, although it makes sense to do most stages 1 and before starting delivery.
This project map is designed to help you capture all the information you will need to manage a small to medium sized project. If kept up to date, it will provide a project 'dashboard' through the lifecycle of the project, and will form an invaluable record that will help you with future projects.
No project lasts forever. Some projects get canceled, some are completed under duress, and some are successful. In all cases, you can learn from the results.
'Project post-mortems' are a popular activity but on their own lead to very little learning. Nobody reads through previous project post-mortem reports before their next project. You must feed lessons into changes to process or updates to a knowledge base that is accessible outside the context of your project.
Write here additional info related to the closing stage.
What learning from your project can be transferred to others in your knowledge management system?
What process and checklist changes are needed to pre-empt issues that your project encountered?
Looking at your project log, how could unwelcome decisions have been reduced or avoided?
Review the latest iteration of the project and make changes.
Take steps to ensure that capacity will meet budget and time constraints.
Take steps to provide necessary capabilities, e.g. training additional resources.
Make changes to the project processes in response to issues that have arisen.
Manage the current iteration (delivery phase or sprint). This activity takes place in parallel to the delivery activities.
Maintain and update the design, if necessary to resolve issues and accommodate changes.
Maintain and update the specifications. It is usual for specifications to need clarification at the point at which they are implemented, even though they might have seemed perfectly clear beforehand. It is also common for the client to update and refine specifications.
Review and update the risk register. Consider whether:
Resolve issues that arise during this delivery iteration that block the project.
Maintain the issues log, keeping track of issues that will need to be resolved in the next project iteration.
Look for signs of upcoming issues so that they can be addressed before they become critical.
Deliver the next iteration of the project.
If this is a waterfall project, the delivery may be split up into stages.
If this is an Agile project, the delivery will be split up into sprints, each one refining the requirements.
Write here additional info related to the delivering stage.
Some of the work in an iteration might be 'refactoring', or tidying up previous work as a foundation for future work. You cannot save time by omitting this or allowing technical debt to build up. Leaving it late in the project simply makes the task more complex, or risks the project becoming unmaintainable.
Type in a refactoring idea.
Users, customers, or other authorized entities do this test to determine application/software needs and business processes.
Prepare deliverables for this iteration, based on the plan and specification.
Raise issues that arise during the work.
Type in a deliverable.
Gather and organize the basic information that you will need for your project.
Feel free to delete topics that are not relevant.
Collect the requirements for the project.
Requirements may be expressed as User Stories for the users.
Requirements should be labeled as
Prepare a list of deliverables that the client will receive.
These deliverables will probably form the basis of project phases or sprints, and may also relate to stage payments.
Acceptance of deliverables by the client will be project milestones.
и другие составные произведения, представляющие собой по подбору и (или) расположению материалов результат творческого труда
Type in the name of the requirement.
Create a project dictionary to define technical terms and jargon used in your project. Don't assume that the same terms mean the same things to everyone.
This dictionary underpins the requirements and reduces ambiguity.
Type in the term.
The basic project flow consists of 6 steps:
Write here additional info related to the start stage.
Identify all the project stakeholders, including:
Understanding the dynamics and relationships between the stakeholders is the key to anticipating major risks that may lie ahead in your project. Stakeholders with conflicting interests must be kept engaged.
Ensure that project contracts and purchase orders are in place and are properly reviewed and accepted. Add links to those documents for reference.
What is the vision and strategy for the project? These will engage stakeholders and the project team, not the project plan. It will be important to communicate both the vision and the strategy to the team.
A plan is what you will do while you are in control. A strategy is your decision-making framework when you are no longer in control, and external factors or random events take over.
Projects always start under control but many of them quickly succumb to 'unexpected' events. You need a vision, a strategy that will deliver the vision, and a working plan.
